Revenue Ops & Automation Blog

Millions of companies spend billions of dollars each year designing and optimizing ecommerce websites that attract their target customers and help them fall in love with their products and/or services.

Oftentimes, however, love turns to frustration when it’s time for the customer to make a purchase and submit their online payment using the website’s checkout process. This means big dollars are slipping through the fingers of your business.

Sales enablement is a term that is gaining traction in the corporate world and its definition varies greatly depending on who you ask. 

To some, sales enablement means content management. To others, it means sales rep training or coaching. Some would venture even deeper into the concept of sales enablement and say it’s not a business strategy, but instead, a company vision.

Most CEOs have a vision or value proposition that is the backbone of their company and corporate strategies. Quite frequently, however, that value proposition isn’t communicated to or followed by the sales team (and other important departments).

Value proposition misalignment and confusion can wreak havoc on your growth plan as departments market to the wrong customers, work towards different goals, and use the wrong tools and messaging to sell products and services that they don’t fully understand. 

When it comes to data and CRM upkeep, businesses often struggle to identify errors, create processes, and get their team on track. In fact, according to Bdaily News, “the average professional looking at data does not understand how that data got there, when it is useful, and what state it is in.”

Being a successful salesperson doesn’t necessarily mean you’ll make a great sales manager. After all, the customer-centric skill set that helps you close deals is much different than the team-focused skills needed to coach, motivate, and inspire a diverse group of salespeople. 

According to HubSpot research, the average salesperson only spends about one-third of their day selling. The rest of their day is spent on non-revenue generating activities such as writing emails, entering data, prospecting and researching calls, going to meetings, and other administrative tasks. 

As a sales manager, you know it's easy to get overwhelmed - even when your team is performing well. However, the weight of all of the data and all of those starting points grows exponentially when you have to evaluate and resolve a dip in sales. 

To sell is human. To run a sales team is not.

Leading a sales organization - where everyone has the tools, support, and clarity they need to turn leads into opportunities and opportunities into closed sales - takes a completely different skill set, mindset, and discipline than caring a bag.

Startup SaaS companies face abundant opportunities and tremendous risks when it comes to scaling revenue. Without high fixed overhead and fulfillment costs, SaaS leaders can direct more capital toward marketing and sales. However, if their sales and marketing processes aren’t streamlined and optimized, all that money will quickly go to waste and their investors will walk. 

Revenue Operations (a.k.a. RevOps) is a term that is being thrown around a lot lately on Google searches, LinkedIn posts, and everywhere in between. The problem with this trending topic is, similar to other business buzzwords and jargon, there is no universally agreed-upon definition for revenue operations. 

Revenue Ops means different things to different people, which makes it hard for executives like yourself to get behind the strategy of RevOps and its role in your company.